Cross cultural conflict and communication barriers for Filipinos

working in Vietnam

A Research Submitted to the Faculty

Of the Graduate School of the
AMA Online University

In Partial Fulfillment of the requirement

For the Degree of Masters in
Business Administration

Alyssa Pearl C. Yuson

May 25, 2017
 Table of Contents

Title Page
Abstract 1
Chapter 1 1.1 Introduction 2
1.2 Background of the Study 3
1.3 Theoretical Framework 3
1.4 Statement of the Problem 4
1.5 Hypothesis of the study 4
1.6 Significance of the Study 4
1.7 Scope and Limitations of the study 5
1.8 Definition of Terms 5

Chapter 2 2.1 Review of Related Literature 8

2.2 Dimensions of National Culture 9
2.2.1 Low vs. High Power Distance 9
2.2.2 Individualism vs. Collectivism 10
2.2.3 Masculinity vs. Femininity 10
2.2.4 Long term vs. Short term orientation 10
2.3 High and Low context – communication 11
2.4 Multinational Firm Communication 12
2.5 Management style 12
2.6 Staff Behavior 13
2.7 Communication System 13

Chapter 3 3.1 Research Methodology 14

3.2 Research Design 14
3.3 Population and Sampling Plan 15
3.4 Research Instrument 15
3.5 Statistical Treatment 16

Reference List 17
Appendices i Research Questionnaire 19
Ii Research Result Table 23
Abstract

Cross-cultural communication has become strategically important to companies due to the

growth of global business, technology, and the Internet. Understanding cross-cultural
communication is important for any company that has a diverse workforce or plans on
conducting global business. This type of communication involves an understanding of how
people from different cultures speak, communicate, and perceive the world around them.

Cross-cultural communication in an organization deals with understanding different business

customs, beliefs and communication strategies. Language differences, high-context vs. low-
context cultures, nonverbal differences, and power distance are major factors that can affect
cross-cultural communication.

In this study, we will look at how OFW’s (Overseas Filipino Workers) working in Vietnam deals
with cross-cultural differences that can cause potential issues within an organization and how
they resolve that differences to achieve successful intercultural communication.

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1.1 Introduction

Working in a global environment has its own challenges. When people from distinct national
cultures interact with each other, they are confronted with unfamiliar interaction patterns and
communication styles, different business goals and logics, all of which may be difficult to deal
with or interpret. The concept of management and communication across cultures and its impact
on global marketing has generated a lot of interest amongst scholars. Hofstede (1995) aptly says
that “the business of international business is culture”.

This paper aims to explore the different theories proposed by the scholars relating to culture,
cross-cultural management, and cross-cultural communication and in particular business
relationship of Filipinos working in Vietnam. In this country, relationships and mutual trust are
paramount for any successful business interaction and majority can only be developed through
face-to-face meetings. The recent years have seen a phenomenal growth in the volume of
international trade. Multinational corporations have more than half of their sales in foreign
markets. Similarly, foreign investment has risen around the globe. Hence cross-cultural business
communication has gained important dimensions not only due to interaction with foreign
cultures but also because the workforce within their national borders is becoming more and more
culturally and ethnically diverse. In order to overcome the challenges and maximize the
opportunities present in our diverse world, organizations have to develop an effective cross
cultural Human resource management model to build and train leaders who are not only
knowledgeable about their own business or industry, but are also culturally sensitive and well
equipped to balance out the differences in culture, race and communities. However, it is
unavoidable to have cross-cultural conflicts within the business. In this study, we will understand
what are the usual issues of the OFW’s in their workplace and how to overcome cross-cultural
conflicts to have an effective working environment. Although a lot of scholars have produced a
lot of valuable work on cross-cultural management, communication, and conflict resolutions,
they seem to agree that most of the studies have been western-oriented or mostly produced and
generally validated according to the western standards. As a result, significant gaps still exist and
there are areas that have not been covered by the scholars. To the knowledge of researcher, there
are no published research works in cross-cultural conflict studies in between Vietnamese and
Filipinos. Thus, this paper attempts to review the literature review and analyze its gaps that
would lead to a better understanding and recognition of differences in communication style,
business expectations, approaches, and the regularities of these culturally-determined differences
in multinational business in Vietnam.

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1.2 Background of Study

As thousands of Filipinos leave their homeland each year to work in foreign countries, a growing
number of them are now choosing to come to Vietnam.

In Vietnam, it’s common to see Filipino maids and nannies advertising their services on expat
forums since most can make up to several times more here compared to back home. Go to any
quality hospital in Ho Chi Minh City, and you’re also likely to be treated by Filipino nurses.
Filipino English teachers and tutors are also common, with the Vietnamese government even
recruiting them directly from the Philippines. Right now the Philippines Embassy in Hanoi
estimates that there are over 5,000 Filipinos working in Vietnam, and most of them now are
educated professionals.

“Most Filipinos in Vietnam occupy or hold high-level managerial and executive positions in
leading local and international companies, restaurants, food industry, garments/manufacturing
sector, and infrastructure projects and educational institutions,” Philippines Ambassador to
Vietnam Jerril Santos wrote me in an email. Although many Filipinos come to Vietnam to create
better lives for their families, which they often leave behind they are not exempted with how
difficult it is to adjust in a multicultural type of working environment. Every day, they face a lot
of cross-communication barriers that issues tend to arise. (Feature Article – “The Filipino
Diaspora” by Chris Mueller- Asialife Magazine, 2013)

1.3 Theoretical / Conceptual Framework

Most organizations today have a healthy mix of employees from all across the world –
employees of all races, ethnicities, and religions. Hence, it is very important to ensure they all
work together harmoniously and contribute to organizational success. Diversity and inclusivity
trainings help organizations groom their employees on embracing their inherent differences and
leveraging diversity to build efficiencies. These training programs focus on building a culture of
unity, promote inclusivity and help employees see others’ point of view – to agree to disagree –
that helps break down perceptual differences. In respect of the theoretical framework of this
study, the independent variables embedded factors that enhance barriers for cross cultural
communication. These independent variables being the dimensions of natural cultures, high and
low context communication, multinational firm communication, language and communication
system. In addition, the sole dependent variable of this research was the cross-cultural
communication. Figure 1 showed the relationships between all the independent and dependent
variables.

Figure 1: Theoretical Framework

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1.4 Statement of the Problem

Businesses nowadays are operating in environments that reward non-border barriers. For
instance, in order to become more profitable companies are investing in international markets-
trying to increase their presence and market their products. Consequently organizations are
dealing and being confronted with cultures that they are not familiar with. As a result, this lack
of knowledge can cause misinterpretation of information and lead to conflicts. “Complicating
matters is the fact that transnational organizations can encounter crises in multiple countries or in
host countries that are very different from their home countries” (Coombs, 2010: p. 722). In
addition “understanding cross-cultural differences in conflict management style and crisis
communicative strategy is essential to the practice of public diplomacy and 2 public relations,
especially given the globalized business economy and the proliferation of international trade
agreements” (Huang & Bedford: 2009).

With the aim of understanding this study and observing whether similar cultures have any impact
on the interpretation of crisis communication I have guided the study on the following question:
∑ What’s the common cause of having cross-cultural issues and communication conflicts?
∑ Is culture really important when communicating to other people?
∑ What are the common reasons why there are cross-cultural conflicts and communication
barriers?
∑ What to do to achieve successful intercultural communication?
∑ How can you prevent and/or deal with a cultural misunderstanding?

As a conclusion, being aware of the impact of cultural differences is the first step to assure
effective and strategic communication in a cross-cultural organization.

1.5 Hypothesis of the study

Hypotheses constructed under this research were:

H1: Dimension of national cultures will lead to conflict in cross-cultural communication.
H2: High and low context communications will lead to conflicts in cross-cultural communication.
H3: Multinational firm communication will lead to conflict in cross-cultural communication.
H4: Language will lead to conflict in cross-cultural communication.
H5: Communication system will lead to conflict in cross cultural communication.

1.6 Significance of the study

This research is premised on the communication problems faced by many international business
companies having varied cultures, organizational behaviors, perceptions, beliefs, norms and
values. The aim of this study is to analyze the existing cross cultural conflicts and
communication barriers of the OFWs in Ho Chi Minh City, Vietnam. By understanding the
differences of having the high and low context communication, multinational firm
communication, language and communication system between different cultures, the barriers of
cross-cultural communication in the internationalized working environment could be detected. In
increasing the cross-border management operations, the knowledge and application of the

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operational cross-cultural communication between the managers and employees are crucial for
the survival of the company.

1.7 Scope and limitations of the study

This research shall develop a better understanding of the barriers of cross-cultural

communication. There are countless challenges to develop in a managerial implication of cross-
cultural management in companies having varied workforce diversity.

This study focuses on the Filipinos working in Ho Chi Minh City, Vietnam where around 5% of
the population participated. Survey questionnaires were distributed amongst the respondents to
gauge their feedbacks and comments on cross cultural communication in their working
environment.

The problems, which are discussed in this study, may not happen in all of the multicultural
companies. But these problems typically exist during the cross-cultural management.

1.8 Definition of terms

The nature of conflict - Conflict is a feature of all human societies, and potentially an aspect of
all social relationships. However, ideas about the root causes of conflict differ widely, and how
one conceives of conflict determines to a large degree the sorts of methods we ultimately design
to manage or resolve it. One conception of conflict roots it in the material world, as competition
between individuals or groups over incompatible goals or scarce resources, or over the sources of
power needed to reach those goals or control these resources, including the denial of control to
others. A different conception locates the basic causes of conflict not so much in material
scarcity as in divergent perceptions or beliefs about the nature of the situation, the other party, or
oneself. The first orientation to conflict (and the world) is sometimes called “realism,” the
second “constructivism.” But these terms, and the dichotomous way of thinking they enjoin, in
actuality mask a great deal of social and behavioral complexity, both about the nature of conflict
and about the possibilities for managing or resolving it. (Conflict Resolution – cross cultural
conflict, Kevin Avruch – University of Nottingham)

Defining culture –
Culture, which was derived from the Latin cultura stemming from ―”colere”, meaning "to
cultivate", does not have an accepted definitive meaning. Dating back from the early 1950‘s,
there has been over 400 different definitions for culture. For example, Alfred Kroeber and Clyde
Kluckhohn, in 1952, compiled a list of 164 definitions of "culture" in their book, Culture: A
Critical Review of Concepts and Definitions. Writer‘s understanding of culture simply means a
way a group of people live. Culture is defined as a collective programming of the mind; it
manifests itself not only in values, but in more superficial ways: in symbols, heroes and rituals
(Geert Hofstede 2001, 1). Culture is also defined as "a shared set of meanings that are lived
through the material and symbolic practices of everyday life” (Knox & Marston 2001, 2).
Anthropologists and other behavioral scientists regard culture as the full range of learned human
behavior patterns. The English Anthropologist Edward B. Tylor in his book, Primitive Culture,
published in 1871, defined culture as ― “that complex whole which includes knowledge, belief,

5
art, law, morals, custom, and any other capabilities and habits acquired by man as a member of
society.”
Most of the known definitions of culture, however, emphasize on some amount of key themes.
Culture, first and foremost is learned, not inherent. Culture is a ―collective programming of the
mindǁ (Hofstede 1984, 21). Culture should be separated from the human nature and from the
individual personality (see graph 1). Exactly where the boundaries are between nature and
culture and between culture and personality is a question that has being discussed among social
scientists.

Figure 2:

Thus, an individual‘s behavior can only be understood from an examination of the culture to
which they belong. Communication is a key emphasis of culture. We communicate based on
accepted patterns of communication that form the basis of our mindset. People from different
cultures perceive the world through their mindset. Lastly, culture is not static but rather, it is
dynamic. Thus culture is subject to change. Culture loses some of its traits and gains new ones,
hence constantly evolving, as it perceives appropriate (Agar 1994).
Culture is mostly limited to national level, that is, for example, it would be widely presumed that
people from Ghana would all behave in the same way, would speak the same language and hold
the same values. It is often over looked that there are few if not several different ethnic groups in
a country. Indisputably, people from the same country would depict some level of identical
cultural trait. However, a broader look on the cultural background shows that, people though
from a same country have difference in values and norm based on their ethnicity and the area of
the country that they live in. Traditions depicting their unique cultural traits also differ in the
same respects.
For the purpose of this work, cross-cultural and intercultural would be intended interchangeably.

Cross-cultural Conflict - By definition, conflict occurring between individuals or social groups

that are separated by cultural boundaries can be considered “cross-cultural conflict.” Cultural
conflicts arise because of the differences in values and norms of behavior of people from

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different cultures. A person acts according to the values and norms of his or her culture; another
person holding a different worldview might interpret his or her behavior from an opposite
standpoint. This situation creates misunderstanding and can lead to conflict. But individuals,
even in the same society, are potentially members of many different groups, organized in
different ways by different criteria: for example, by kinship into families or clans; by language,
religion, ethnicity, or nationality; by socioeconomic characteristics into social classes; by
geographical region into political interest groups; and by education, occupation, or institutional
memberships into professions, trade unions, organizations, industries, bureaucracies, political
parties, or militaries. The more complex and differentiated the society the more numerous are
potential groupings. Each of these groups is a potential “container” for culture, and thus any
complex society is likely to be made up various “subcultures,” that is of individuals who, by
virtue of overlapping and multiple group memberships, are themselves “multicultural.” This
means that conflict across cultural boundaries may occur simultaneously at many different levels,
not just at the higher levels of social grouping—for example, those that separate “American”
from “Japanese” cultures. (“Resolving conflicts in a multicultural environment” by Andrea
Williams, MCS Conciliation Quarterly Summer 1994, Pp 2-6)

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2.1 Review of Related Literature

Culture is an essential part of conflict and conflict resolution. Cultures are like underground
rivers that run through our lives and relationships, giving us messages that shape our perceptions,
attributions, judgments, and ideas of self and other. Though cultures are powerful, they are often
unconscious, influencing conflict and attempts to resolve conflict in imperceptible ways.
Cultures are more than language, dress, and food customs. Cultural groups may share race,
ethnicity, or nationality, but they also arise from cleavages of generation, socioeconomic class,
sexual orientation, ability and disability, political and religious affiliation, language, and gender -
- to name only a few.
Two things are essential to remember about cultures: they are always changing, and they relate to
the symbolic dimension of life. The symbolic dimension is the place where we are constantly
making meaning and enacting our identities. Cultural messages from the groups we belong to
give us information about what is meaningful or important, and who we are in the world and in
relation to others -- our identities. (LeBaron, Michelle and Bruce Grundison. 1993. Conflict and
Culture)

Conflict is an inevitable and natural process. Culture and conflict are inextricably linked.
However, this does not mean cultural differences inevitably produce conflict. When problems
surface, between or within cultures, it is often a response to difficulties in dealing with
differences ( Lebaron, Michelle (2003). Bridging Cultural Conflicts: A New Approach for a
Changing World. Jossey-Basss, San Francisco.), Whether this pertains to racial, religious,
political, social, or economic matters difference is often a source of fear and misunderstanding.

Conflict is a normal part of human interaction (Bar-Tal, Daniel (2000). From Intractable Conflict
Through Conflict Resolution to Reconciliation: Psychological Analysis. Political Psychology 21
(2).). It is even necessary to a certain extent. It must not always presume war. It can manifest at
multiple levels, including behavioral, emotional, or perceptive dimensions (Mayer, Bernard
(2000). The Dynamics of Conflict Resolution: A Practitioner’s Guide. Jossey-Bass Inc, San
Francisco.). Conflict can include segregation, discrimination, and exclusion. Whatever the root
of the problem, it is the manner of handling differences that either provoke or diminish a
situation. In conflict resolution, tolerance and patience are key factors. Learning about one
another requires opening up to the possibility of difference. Only then can we move towards a
true understanding and appreciation of how cultures are unique. And only then can we be
encouraged towards building respect and tolerance in the face of difference.

The source of conflict often involves sifting through a complex, and often tightly woven web of
factors. These factors are embedded in specific historic, political, and social contexts.
Understanding the motivations behind any struggle requires expanding and challenging
preconceived assumptions. These are not easy tasks, especially when viewed from outside the
particular cultural context.

Challenges in cross-cultural communication are manifold, as significant cultural differences

between the communicators would result in miscommunication. Miscommunication in an
organization may lead to conflicts and affect the company’s performance. Researchers such as

8
Congden, Matveev, & Desplaces, (2009), referring to Jackson, May, and Whitney (1995); Snow,
Snell, Davison, and Hambrick (1996), Wheelan and Hochberger (1996), have documented that
successful performance of multicultural teams is vital and contributing factor to any
organizational success. They should be alert and be able to understand the cultural differences
and try to adapt and have tolerance during the communication processes or while performing
their responsibilities. Miscommunication or even to a certain extent misinterpretation, is more
likely to occur among managers and employees coming from different ethnic background and
nationality, rather than those coming from homogenous background (Okoro, 2012).

2.2 Dimensions of National Culture

“Culture is the pattern of taken-for-granted assumptions about how a given collection of people
should think, act, and feel as they go about their daily affairs” (Joynt & Warner, 1996, p. 3).
Hofstede (1997) addresses that there are two kinds of cultures: organizational culture and
national culture, which differs when it comes to values and practice. Values come from the
experience of life, in other words, one’s value comes from family and school in the early year of
his/her life. While practices come from social experience: working. The differences in national
culture lie in values rather than practice. While, in organizational level, culture differences
appear mostly in practice rather than value (ibid). Ybema and Byun (2009) refer to Schneider
and Barsoux’s (1997) argument that the parent country’s culture is often remained in
multicultural companies, and the national culture of parent’s company is often challenged by the
national culture of subordinate company, because of the foreign rule put on it. National culture
provides a principle for employees in organizations to understand how to work, how to approach
to the goals and how they want others to treat them. If the management within an organization
fails to consist with these “deeply hold values” together, the employee will feel unsatisfied and
frustrated, thus will poorly perform (Newman & Nollen, 1996). Furthermore, the effectiveness of
organization will decrease.

Hofstede (1980) argues that there are four dimensions of national culture: low vs. high Power
Distance; individualism vs. collectivism; masculinity vs. femininity; and uncertainty avoidance.
Before long, the fifth dimension is found by Harris Bond, which was called Confucian dynamism
(Bond & Hofstede, 1988). Subsequently, Hofstede takes it into his framework in terms of long vs.
short term orientation.

2.2.1 Low vs. High Power Distance

Power distance is “the extent to which the less powerful members of institutions and
organizations within a country expect and accept that power is distributed” (Hofstede,
1997, p. 28). In low power distance countries, the authority is distributed within the
organization. Superiors are dependent on subordinates as consultation on a limited extent.
Therefore the emotional distance between them is relatively small: it is quite easy and
pleasant for subordinates to approach and contact their superiors. However, in high power
distance countries, power is always centralized within the organization. Only a
considerable dependence exists from subordinators to superiors. “Subordinates respond
by either preferring such dependence, or rejecting it entirely, which in psychology is
known as “counter dependence”: that is dependence, but in a negative sign” (ibid, p.27).

9
High power distance countries thus show a pattern of polarization between dependence
and counterdenpendence (ibid).

2.2.2 Individualism vs. Collectivism

“Individualism pertains to societies in which the ties between individuals are loose:
everyone is expected to look after himself or herself and his or her immediate family.
Collectivism as its opposite pertains to societies in which people from birth onwards are
integrated into strong, cohesive ingroups, which throughout people’s lifetime continue to
protect them in exchange for unquestioning loyalty”(Hofstede, 1997, p.51).

The two dimensions (power distance and individualism) tend to be negatively correlated:
larger power distance countries are also likely to be more collectivist; small power
distance countries are more individualist. When the authority is distributed, people are
likely to be individualist. When the authority is centralized people is likely to be
collectivist.

2.2.3 Masculinity vs. Femininity

Masculinity and femininity means the extent of how the society views the role of male
and female. In “masculinity” society, people are more competitive, assertive, and
ambitious. Moreover, accumulated wealth and material possessions are always valued
(Usunier & Lee, 2005). While in “femininity” culture relationships and quality of life are
more valuable (ibid). Sweden is considered by Hofstede (1997) to be the most “feminine”
country.
Managers in masculine cultures are assertive decision-makers. They believe in facts
rather than group discussions (Newman & Nollen, 1996). Feminine managers are
“intuitive rather than decisive for consensus” and they listen to the suggestions of the
groups (Hofstede, 1997, p. 94-96). In Feminine cultures welfare of the society is valued:
people are caring for others, sympathy for the weak and pay more attention to the quality
of life; while, in masculine cultures power and material progress are valued: gender roles
are clearly distinct, people respect for the strong and pay more attention to competition
and performance (ibid).

2.2.4 Long vs. Short term orientation

Hofstede (1997) argues that the dimensions of culture can be described as a society's
"time horizon” or, the importance related to the future comparing with the past and
present. In long term oriented societies, ”persistence (perseverance), ordering
relationships by status, thrift, and having a sense of shame is included in the value while
in short term oriented societies, normative statements, personal steadiness and stability,
protecting ones face, respect for tradition, and reciprocation of greetings, favors, and
gifts” are included. In Asia, China and Japan are regarded as typical long term oriented
countries with a relative high score while the western courtiers are more about short term
orientation. (Hofstede, 1997，p. 168-169)

The ethical system developed by Confucius and his disciples remain the predominant
social principles across Greater China, which is deeply rooted in Chinese social system.

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 Confucianism advocates that all men are born unequal, everyone have to accept this fact,
which leads to an uneven high power distance. (Martinsons & Hempel, 1998)
Based on Konf Fu Ze’s (551-479 BC) life and works, Confucianism is a philosophy not
only for social but also for moral, which has a wide and deep influence on all ages and
views as the guidance of social behaviors. In addition, family is an important element in
Chinese culture, which can be justified and supported by Confucian-based values.
(Martinsons & Westwood, 1997) Although there is a high score on Chinese collectivism,
teamwork is not relatively frequent in the organization because China is family-oriented
rather than society-oriented. Therefore, the performance of Chinese as a member of an
out-group is quite poor. (Martinsons & Hempel, 1998) In addition, power in China has a
different cognition with that in western countries. Power is not born-with; instead, it can
be gained through participating and contributing to a social group (Hall & Ames, 1993).
In Chinese interpersonal relations, harmony, conformance and reciprocal respect are paid
more attention than openness and spontaneity (Martinsons & Westwood, 1997).

2.3 High context-communication and low context communication.

Edward Hall, an anthropologist and a cross-cultural researcher, has studied communication

patterns across the world and came out with a concept that included a set of behaviors, known as
a „high” and “low” context communication processes. This is because communications by means
of “high context” or “low context” relates to the framework, background and nature of the
communications and events happening. “High” or “low” context communication theory is one of
the important theories in cross-cultural researches, which can be viewed as a culture based or
messages that people within the culture prefer to use (Richardson & Smith, 2007). Chaney &
Martin (2011), reported that the use of “high” context communication can be very confusing to
the uninitiated and nonsensitive intercultural business person. Here, communication cannot be
effectively and efficiently transmitted. Carte & Fox (2008), noted that “high” context
communicators tend to communicate more implicitly, as the intended message is interpreted
heavily based upon the overall situation and therefore the spoken message can be considered as
ambiguous (Guirdham, 2005).

In contrast, in the “low” context communication culture, where society tends to be individualized,
alienated or fragmented, people do not interact with each other too much. Usually, in this culture,
dissemination of information is contained in the message itself. Rutledge (2011), stated that a
“low” context culture is one in which things are fully (though concisely) spelt out. Basically, the
message will be transmitted directly and clearly to the receiver. Nishimura,Nevgi, & Tella (2005)
and referring to Gudykunst & Ting- Toomey (1988), asserted that communication is direct,
precise, dramatic and open and based on feelings or true intentions. Hall & Hall (1990)
concluded that world societies exhibit some characteristics of both “high” and “low” context
cultures and could be tabulated along a scale showing their ranking as follows :-

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Figure 3: High/Low Context Cultures (Hall & Hall, 1990).

From the above figure, Asian countries such as Japan, China and Korea are placed at the
uppermost level in the context of high culture category. Societies in these bands are very
homogeneous in nature in terms of experience, information network and the likes. Moreover,
their messages are not necessarily in the form of words. Qingxue (2003) and referring to Foster
(1992), asserted that in the high context cultures, information is transmitted through gestures,
through the use of space or even silence.

2.4 Multinational firm Communication

In multinational firms, there are diversified distributions of workforce, thus exhibiting varied
differences in the culture and social background, which can influence communication between
the workforces. Ybema & Byun (2009) stressed that the cultural differences can influence
communication between people with different identity. There are two parts in the internal
communication of an organization, management style and staff behavior. Blazenaite (2011)
suggested a functional comprehensive communication system model as a tool for supporting
effective communication to reach individual and integrated goals in an organization.

2.5 Management style

Culture is a factor influencing the style of management. Several researchers have emphasized the
importance of culture on management style (Williams, Morris, Leung, Bhatnagar, Hu, Kondo
and Luo, 1998; Morden, 1995; Koopman, hartog and Konrad, 1999). Williams, Morris, Leung,
Bhatnagar, Hu, Kondo and Luo (1998) discuss the different way managers use to solve the
conflicts within the organization. Chinese managers rely on an avoiding style while US managers
prefer a competing style. Morden (1995) argues leadership style is influenced by culture result in
centralized or decentralized. In addition, an effective management style facilitates
communication and informational transmitting (Mcphee, 1985).
Chinese have a different point of view on the concept of leadership with western norms
(Martinsons & Westwood, 1997). As a result, a distinctive in-group exists in the organization
and bureaucratic regulations are used moderately (ibid). Chinese leaders are not used to listening
to subordinates or adopting team’s perspective (Martinsons & Westwood, 1997 refer to Fukuda,
1983). Therefore, in China, important decisions are only made by leaders according to their
individual experience or knowledge. It is natural that Chinese leaders who possess authority to
determine the organization objectives (Martinsons & Westwood, 1997 refer to Silin, 1976).

12
Western countries believe that person has his/her individual right and a legitimate power to
protect their private property. The belief has been deeply rooted in western organizational
structure. According to Martinsons and Westwood (1997), in most western organizations, any
decision-making in the system does not depend on its top managers or owners, instead, on a
rational and impersonal set of rules with a well-defined purpose.

2.6 Staff behavior

Staff is crucial asset of organizations. They bring organization with their knowledge, skills, and
experiences. Webb (1996) argues that education provides important developments and has been
viewed as one of the most important values of staff. Skills of the labors will eventually leads to
the inequality of their wages (Juhn, Murphy & Pierce, 1993). Wage is always viewed as the
motivation part or the purpose of working. Educational level, which has a positive relationship
with skills, will determine the wage level of staff. Thus well educated stuff will earn more and be
more motivated than their less educated colleagues. In multinational organizations, language is
another important skill of staff that cannot be neglected (Usunier & Lee, 2005). According to
Jiang (2000), there is a close relationship between language & culture. Moreover, both of these
two influence each other interactively. Culture is immersed in its language and will influence the
way of people expressing and receiving messages.

Lots of researchers have highlighted the importance of empowerment within the organization to
both motivate staff and achieve efficiency. Empowerment within organizations leads to high
productivity and high performance as well as the satisfaction of the employees themselves.
(Labianca, Gray & Brass, 2000; Kirkman & Rosen, 1999)

2.7 Communication System

Communication system is a set of procedures and rules, involving both formal (plans and
budgets) and informal, which communicates plans and goals; monitors the organization and
informs others of status development within the organization (Hitt W. D., 2003). In an
organization, communication supports the way in which an organization functions.
Communication can be at the exchange of oral, non-verbal and written messages within or across
the boundaries of the system that are interrelated and interdependent for the people working to
achieve the organization’s requirements. Besides that, communication system can be used to
maintain the patterns in organizational activities, not only by those that can be predicted, but also
by the surprised ones (Simons, 1995).

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3.1 Research Methodology

This study was conducted in order to assess the cross cultural conflict and communication
barriers for Filipinos working in Vietnam. To be able to gather the necessary data, the researcher
utilized the descriptive method, using both qualitative and quantitative approaches. Herein, the
chosen responded were randomly selected from the Filipinos working in Ho Chi Minh City,
Vietnam. The survey methods were the research instruments used for the data-gathering.
90 individuals who have been chosen in this study accomplished a survey questionnaire to
evaluate the challenges facing the cross cultural conflict and barriers while working in
multinational companies. The results of the survey were then processed by computing the
weighted mean of each survey item. Relevant literatures were also used to support the gathered
findings.

The credibility of findings and conclusions extensively depend on the quality of the research
design, data collection, data management, and data analysis. This chapter will be dedicated to
the description of the methods and procedures done in order to obtain the data, how they will be
analysed, interpreted, and how the conclusion will be met. This section is to justify the means in
which the study was obtained and will help in giving it purpose and strength as it will then be
truthful and analytical. All these will help in the processing of the data and the formulation of
conclusions.

Specifically, this research will cover the following: the research design and method, the
respondents or subjects to be studied (which will include the sampling method), the data
collection instrument, and the data analysis. These will be presented below.

3.2 Research design

In this study, the researcher would like to have in-depth information to answer the research
questions “What are the barriers and possible conflicts when working in a cross cultural type of
company and industry?” The study was carried out to understand fully the cross-cultural
challenges and experiences of Filipinos working in Ho Chi Minh City, Vietnam.

This study utilized the descriptive method of research. As widely accepted, the descriptive
method of research is a fact-finding study that involves adequate and accurate interpretation of
findings. Descriptive research describes a certain present condition. Relatively, the method is
appropriate to this study since it aims to describe the present condition of technical analysis as it
is used in the industry. The technique that was used under descriptive method is the normative
survey approach and evaluation, which is commonly used to explore opinions according to
respondents that can represent a whole population. The survey is appropriate in this study
because it enables the researcher in formulation of generalizations. Specifically, direct-data
survey is included in this study. The survey method to gather data has 2 distinctive parts:
multiple choice questions and some are also interviewed using some of the questions in the
material. The direct-data type of survey is a reliable source of first-hand information because the
researcher directly interacts with the participants. The questionnaire survey respondents were
given ample time to assess their experiences and opinions about cross cultural communication

14
and conflicts while they are working in Vietnam. Their own experiences with the research topic
are necessary in identifying its strengths and limitations.

The purpose of employing the descriptive method is to describe the nature of a condition, as it
takes place during the time of the study and to explore the cause or causes of a particular
condition. The researcher opted to use this kind of research considering the desire to acquire first
hand data from the respondents so as to formulate rational and sound conclusions and
recommendations for the study. According to Creswell (1994), the descriptive method of
research is to gather information about the present existing condition. Since this study is focused
on the perception or evaluation of the consultancy firm's effective human resource management,
the descriptive method is the most appropriate method to use.

In terms of approach, the study employed both qualitative and quantitative approaches. The
quantitative approach focused on obtaining numerical findings was used with the survey method.
The interview on the other hand, made up the qualitative approach of the study as this focused on
personal accounts, observations, description and individual insights of the respondents. This
study employed the combined approach so as to overcome the limitations of both approaches.

3.3 Population

The study has 90 OFWs respondents. This may include managers, teachers, company staffs,
domestic helpers and many more. In order to conduct this sampling strategy, the researcher
defined the population first, listed down all the members of the population, and then selected
members to make the sample. For this purpose, a recent article (asialifemagazine.com) was used
to determine the population of OFWs in Vietnam. According to the article, there are almost
5,000 OFWs in Vietnam and perhaps 20% of the population works in Ho Chi Minh City.

Herein, there were 90 participants for the questionnaire survey and 20% of them were
interviewed. The respondents were given 2 days to complete the survey questionnaire upon
request. After collecting the questionnaires, the responses will be tallied, computed, analysed,
and recorded.

One the other hand, for the interviews, most of the interviewees were given time according to
their convenience. Choices were given for the interviewees who will answer the interview
questions, through phone, email, online conversation, chat or personal interview.

3.4 Research Instrument

Content analysis was done to analyze communications in order to answer two levels of questions
– the descriptive and the interpretive. Descriptive questions focused on what the communication
contains. Interpretative questions focused on what the contents was likely to mean. The process
entailed searching through one or more communication to answer questions that an investigator
brings to the search (Brubaker & Thomas, 2000). Content Analysis was used to analyze and
interpret the interviews.

15
The survey method used in this study was through online surveys. It is a computer generated
survey website that allows you to send and ask the participants to answer the material
electronically. In this case, it was more effective and time saving in gathering data. It was also
convenient for the respondents since almost everyone are already using the internet. The URL
below was used to gather the data for this research: https://freeonlinesurveys.com/s/FSjt54ES#/0.

3.5 Statistical Treatment

The questions under this study were treated using the frequency and percentage distribution and
Population standard deviation. Frequency and percentage distribution is used to determine the
percentage usually for data on profile (age, gender, etc) and opinions.
Frequency and Percentage distribution Formula:

% = .f. x 100 where: % = Percentage distribution

N f = frequency
N = population.

Standard deviation is a measure that is used to quantify the amount of variation or dispersion of a
set of data values. A low standard deviation indicates that the data points tend to be close to
the mean (also called the expected value) of the set, while a high standard deviation indicates
that the data points are spread out over a wider range of values.

The population standard deviation is a measure of the spread (variability) of the scores on a
given variable and is represented by:

σ = sqrt[ Σ ( Xi - μ )2 / N ]

The symbol ‘σ’ represents the population standard deviation. The term ‘sqrt’ used in this
statistical formula denotes square root. The term ‘Σ ( Xi - μ )2’ used in the statistical formula
represents the sum of the squared deviations of the scores from their population mean.

16
Reference List

(1) Feature Article – “The Filipino Diaspora” by Chris Mueller- Asialife Magazine, 2013

(2) “Parameters of Crisis Communication”, Coombs, 2010, p.133

(3) Huang & Bedford: 2009

(4) “Conflict Resolution – cross cultural conflict”, Kevin Avruch – University of Nottingham

(5) “Culture: A Critical Review of Concepts and Definitions”, Alfred Kroeber and Clyde
Kluckhohn, 1952

(6) “Culture’s Consequences”, Geert Hofstede, 2001

(7) “Human Geography places and regions in global context”, Knox & Marston 2001

(8) “Primitive culture” , Edward B. Taylor, 1871

(9) “Hofstede’s Cultural dimension” , Geert Hofstede, 1984

(10) “Language shock – Understanding the culture of conversation”, Agar, 1994

(11) “Resolving conflicts in a multicultural environment” by Andrea Williams, MCS

Conciliation Quarterly Summer 1994, Pp 2-6

(12) “Conflict and Culture” by LeBaron, Michelle and Bruce Grundison, 1993

(13) “Bridging Cultural Conflicts: A New Approach for a Changing World” by Michelle
LeBaron, 2003

(14) “From Intractable Conflict Through Conflict Resolution To Reconciliation:

Psychological Analysis”, Daniel Bar-Tal, 2000
(15) “The Dynamics of Conflict Resolution: A Practitioner’s Guide” Jossey-Bass Inc, San
Francisco, Mayer, Bernard (2000)

(16) “Cross-Cultural Etiquette and Communication in Global Business: Toward a Strategic

Framework for Managing Corporate Expansion”, Ephraim Okoro, 2012
(17) “Managing Across Cultures: Issues and Perspectives” , Joynt & Warner, 1996, p. 3

(18) "Cultivating Culture Differences in Asymmetric Power Relations" , Ybema, S., & Byun,
H. (2009) 339-358.
(19) McSweeney, B. (2002). "Hofstede's model of national cultural differences and
theirconsequences: A triumphot faith- a failure of analysis". Human Relations , 89-118.
(20) Martinsons, M., & Westwood, R. (1997). "Management information systems in the
Chinese business culture: An explanatory theory". Information and Management , 215-
228.

17
(21) Richardson, R., & Smith, S. (2007). "The influence of high/low-context culture and
power distance on choice of communication media: Students' media choice to
communicate with Professors in Japan and America". International Journal of
Intercultural Relations, 479-501.
(22) The International Journal of Social Sciences, “A Study of Barriers of cross-cultural
communication in electronic based companies”, Bibi Noriani, 2014
(23) Guirdham, M. (2005). Communicating across Cultures at Work. New York: Palgrave
MacMillan.
(24) Rutledge, B. (2011, August 21). The Articulate CEO. Retrieved May 16, 2014, from
Cultural Differences - High Context versus Low Context:
http://thearticulateceo.typepad.com/myblog/2011/08/cultural-differences-high-
contextversus- low-context.html
(25) Nishimura, S., Nevgi, A., & Tella, S. (2005). Communication Style and Cultural Features
in High/Low Context Communication Cultures:A Case Study of Finland, Japan and India.
Shoji Nishimura, Anne Nevgi and Seppo Tella , 783-796.
(26) Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to
Drive Strategic Renewal. Harvard Business School Press
(26) “Research Design”, John Creswell, 1994

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ii. Questionnaire Result Table

Gender:

Standard
Male Female Responses
Deviation
All 25 65
20 90
Data 28% 72%

Male
Female

My Age range is:

25 years or 26 - 40 years 40 -50 years 50 years Standard

less old old above Deviation
All
25 55 10 0
Data 20.77 90
28% 61% 11% 0%

25 years or less
26 - 40 years old
40 -50 years old
50 years above

23
 How long have you been working in Vietnam?

2 years or 10 years Standard

3 - 5 years 6- 10 years
less above Deviation
All 45 25 20 0
16.01 90
Data 50% 28% 22% 0%

2 years or less
3 - 5 years
6- 10 years
10 years above

What is your current job position in your company?

Positions All data %

Merchandiser 4 4%
QA Manager 12 13%
Music teacher 3 3%
Bartender / waiter 7 8%
English Teacher 28 31%
Basketball coach 1 1%
Quality control 8 9%
Academy
Administrator 2 2%
Operation Director 1 1%
Company Manager 2 2%
Company Staff 8 9%
Nanny / House worker 14 16%

24
 Have you been promoted while working for your current organization?

Standard
Yes No
Deviation
All 34 56
11 90
Data 38% 62%

Yes
No

Which of the following best describes the nature of your organization?

Sales IT / Hotel / Other

Public Manufact- Financial Business Standard
/ Education Techno- Restaur- (Please
Sector uring Services Services deviation
Retail logy ants Specify)

0 31 4 0 0 34 0 7 14
All
12.82 90
Data 0% 34% 4% 0% 0% 38% 0% 8% 16%

Public Sector
Manufact-uring
Sales / Retail
Financial Services
Business Services
Education
IT / Techno-logy

25
What races are you working with in your workplace? You can check one or more of the choices
below).

Standard
Filipino Asian American European African Russian Australian Responses
deviation

All
28 34 21 12 0 0 5 12.66 90
Data

Filipino
Asian
American
European
African
Russian
Australian

What Language/s are you using in communication at your workplace?

English Vietnamese Tagalog Others Responses

All Data 88 35 22 0 90

Others

Tagalog

Vietnamese

English

0 20 40 60 80 100

26
 Have you been in a cross-communication which ended up in a misunderstanding?

Yes, I
Other
misunderstood Yes, I was Standard
No (Please Responses
the person I misunderstood. deviation
Specify)
talked to.
All 18 34 38 0
14.99 90
Data 20% 38% 42% 0%

No

Yes, I misunderstood the

person I talked to.
Yes, I was misunderstood.

Other (Please Specify)

27
 In cross-cultural communication, have you ever misunderstood someone and/or been
misunderstood due to the causes indicated below? Check the applicable one (s)*

Vocal Non-verbal
Verbal misunderstanding misunderstand- Other
misunderstanding (misunderstand- ding (Pleas
Standard
(misunderstandin ding what is (misunderstandi None e Responses
deviation
g the words / indicated due to ng the body Specif
language used.) the tone of the language / y)
voice.) gestures etc)

All 63 32 21 4 0
22.67 90
Data 70% 36% 23% 4% 0%

Other (Please Specify)

None.

Non-verbal misunderstanding
(misunderstanding the body language…

Vocal misunderstanding
(misunderstanding what is indicated…

Verbal misunderstanding
(misunderstanding the words /…

0 10 20 30 40 50 60 70

28
In daily life cross-cultural communication, which type of misunderstanding below do you think
is more common? Check the applicable one (s)*

Vocal Non-verbal
Verbal misunderstanding misunderstand- Other
misunderstanding (misunderstand- ding (Pleas
Standard
(misunderstandin ding what is (misunderstandi None e Responses
deviation
g the words / indicated due to ng the body Specif
language used.) the tone of the language / y)
voice.) gestures etc)

72 44 28 0 0
All
27.41 90
Data 80% 49% 23% 0% 0%

Other (Please Specify)

None

Non-verbal misunderstand-ding
(misunderstanding the body language…

Vocal misunderstanding
(misunderstand-ding what is indicated…

Verbal misunderstanding
(misunderstanding the words /…

0 10 20 30 40 50 60 70 80

29
 In cross cultural communication, what is more important to you in order not to cause
misunderstanding? Check the applicable one (s)*

Right use of
body
language
(including
facial
expressions, Other
Right choice Right use of gestures, (Please Standard
of words voice etc) None. Specify) deviation Responses
76 68 33 0 0
All Data 84% 76% 37% 0% 0% 32.32 90

Other (Please Specify)

None.

Right use of body language (including

facial expressions, gestures, etc)

Right use of voice

Right choice of words

0 10 20 30 40 50 60 70 80

30
 Do you think speaking in the same language can overcome the misunderstandings in cross-
cultural communication?

Yes, Yes, if the No, even if

speaking the language is the language
same spoken is spoken Other
language is fluently is fluently is (Please Standard
enough. enough. not enough. Specify) deviation Responses
52 18 20 0
All Data 58% 20% 22% 0% 15.78 90

Yes, speaking the same

language is enough.

Yes, if the language is

spoken fluently is enough.

No, even if the language is

spoken fluently is not
enough.

While communication with someone in the same language, I think his/her cultural background is
important. (Choose the most appropriate one)*

Standard
Always Usually Sometimes Seldom Never deviation Responses
39 29 12 6 4
All Data 43% 32% 13% 7% 4% 13..7 90

Always
Usually
Sometimes
Seldom
Never

31
When different cultural backgrounds are involved, I feel like there are communicating barriers
between me and the people I am communicating with. (Choose the most appropriate one)*

Standard
Always Usually Sometimes Seldom Never deviation Responses
0 28 39 19 4
All Data 0% 31% 43% 21% 4% 14.57 90

Always
Usually
Sometimes
Seldom
Never

If you feel as if there are communicating barriers, what do you think the main reason(s) is/are?

Language related
(not speaking the
same language, not Culture related (being
speaking a mutual from very different
language fluently, cultural background,
foreign accent, using having different Other
wrong words, expressions, gestures, (Please Standard
expressions, etc.) etc.) None. Specify) deviation Responses
58 37 0 0
All Data 64% 41% 0% 0% 24.88 90

Other (Please Specify)

None.

Culture related (being from very

different cultural background, having…
Language related (not speaking the
same language, not speaking a…

0 10 20 30 40 50 60 70

32
 What are the cultural norms/traits (ways or manners appropriate and acceptable in one culture)
you are most likely to use when communicating with foreigners in a normal daily conversation?
(You can choose more than one)*

Other ways
or manners
Other ways helping you
The other or manners both None of these
Your own party’s which make understand mentioned
cultural cultural you both feel each other above. Standard
norms/traits. norms/traits. comfortable. effectively (Specify): deviation Responses
11 19 61 32 0
All Data 12% 21% 68% 36% 0% 90

None of these mentioned above.

(Specify):

Other ways or manners helping

you both understand each other…

Other ways or manners which

make you both feel comfortable. Series1

The other party’s cultural

norms/traits.

Your own cultural norms/traits.

0 10 20 30 40 50 60 70

33
 Some people and cultures think men and women are different by nature (mindsets, hormonal
systems, the way they perceive the outside world, etc.), and therefore men and women are
competent in performing different types of jobs. Men tend to rely more on rational thought,
while women generally rely more on feelings and then tend to be more emotional. Sometimes
emotions might have negative impacts on the logic in understanding, analyzing or reasoning
issues. Thus, male mediators are more likely to do a better job than female mediators. Do you
agree that, more or less, gender will affect the mediators’ competence? *

Strongly Strongly Standard

Agree Agree Disagree Disagree Neutral deviation Responses
0 21 39 54 25
All Data 0% 23% 43% 60% 28% 18.1 90

Use the same language

Communicate propery
Always be open in any forms of
communication
More patience

Listen first before you react

Cultural awareness

Respect the culture

0 5 10 15 20 25 30 35

34
In your own opinion, what can you do to achieve successful intercultural communication? How
can you prevent and/or deal with a cultural misunderstanding?

Text Responses Summary (based on point):

Listen
first Always be
Respect before open in any Use the
the Cultural you More forms of Communicate same Standard
culture awareness react patience communication properly language deviation Responses

32 28 3 4 2 8 13
All
Data 36% 31% 3% 4% 2% 9% 14% 11.42 90

Text Responses (randomly selected):

∑ “Respect each other.”

∑ “First knowing then respect their culture is the most important”.
∑ “Study and understand their cultural beliefs and background.”
∑ “Listen and understand them and show what you really are. The real you.”
∑ “Use the same language. Understand the cultural background of the people that you are
dealing with and find ways to have your actions to fit his/her and yours too so that you'll
both feel comfortable communicating with each other.”
∑ “More patience.”
∑ “I believe that intercultural communication can be achieve by understanding each one's
culture and respect what they both belief.”
∑ “Cultural awareness is the core essential element in order to achieve successful
intercultural communication. We should use this awareness in order to promote and
uphold appropriate global behaviors and standards. Thus, we should be more cautious in
dealing/communicating with other nationalities.”
∑ “We should think before we speak. We should also talk in a polite, clear and
understandable way so that we can convey it to the other party without having a
misunderstanding.”
∑ “Always be open in any forms of communication. You have to try to understand each
other first before you react to someone's opinion or ideas.”
∑ “Be culturally aware and stick to general manners that both parties are aware of.”
∑ “Using appropriate languages while talking to someone.”
∑ “You have to communicate all properly. Try to understand others.”

35